Managing Change in an organisation - Coursework Example

 Managing change within an organization Introduction The principle goal in any organization is to make maximum profits and achieve its set goals and objectives. These are achieved through a number of ways. One of the main ways through which the processes of an organization can function in a smooth and proper way is by ensuring that there is an adequate culture to be followed in the operations and the staff who are employed. The lack of a proper organizational structure and culture leads to the unorganized way of handling things. In this case, therefore, an organization that realizes the wrong performance of its activities must make efforts to change the present actions to ensure that the normal functions within the organization are performed as usual. Managers can make use of the different management theories to address the specific issues within their organizations that make it difficult for the organization to function as expected (Gilley 2005, p. 78). Case study of the need for an organization to manage change The case indicates the existence of a large internet provision company that has employed a large number of employees. In addition, it also possesses small sales stores in two other cities. With this, it is expected that the business activities should make it possible for the organization to attain its goals and objectives in an easier manner. However, it is not possible since the culture within the organization does not provide the appropriate environment for the staff members to work together as a team and achieve the organizational goal (Leban, Klein & Stone 2005, p. 59). The cultured within the organization is so relaxed to the extent that it does not allow the organization to provide satisfactory services to its customers. This is what creates the need to change and manage the different aspects so as to ensure that the quality of services provided by the organization make it possible to meet the organizational goals and objectives. In this case, the principle problem to be addressed is the culture of the organization in terms of management of people and the tasks within in order to maximize the services that are provided to the customers and therefore, the returns that are produced by the organization (Tyson 2014, p. 54). The proposed change process Changes One of the major issues being faced by this organization is the fact that the culture within it was very relaxed. This is in the sense that the employees do not have a specific dress code, they are merely employed as friends and not in an official way that is based on the merits and demerits of the job at hand. In addition, most of the expressions are made using informal communication whereas the jobs and functions do not have any particular starting and finishing times. In this respect, there is a need to manage change within the organization to ensure that there is efficiency in the tasks that are to be performed. In order for the organization to get a holistic advantage and satisfaction in the kind of changes that it introduces and manages, there are different areas that will need to be focused on in order to get overall positive results. Companies need to effect the changes in a wide area of places even if they need to change only one area. They are the general aspects that comprise the activities of the organization. These are the tasks, people, structure, culture, strategy, objectives and purpose. The strategies that are used to bring about organizational change can take place on a wide scale. In this case, the organization will need to shift its resources through innovation and expansion of the business. It will also need to have more improved productivity levels while at the same time making sure that the costs are reduced. In this case, the manager should realize that the current culture and the strategy is no longer suitable for the productive condition of the business. It is thus imperative to establish a proper vision for the future direction of the company and implement the change through the setting up of new systems to support it. There will be a need to introduce technological changes as some of the components of the wider strategic changes. For a high level of success, these technological changes must be incorporated in the overall structure of the company that is supported by the management (Griffin & Moorhead 2014, p. 98). The strategies ultimately lead to the kind of organizational change that impact on the structures especially in relation to the task structures (Wagner III & Hollenbeck 2009, p. 387). In this case, the organization is part of the parent that decided to acquire it differently but integrate most of its activities. This will need a number of operational changes as well as the changes in the managerial styles applied on the people and the functions of the organization. For instance, in this scenario, as shown by Schraeder, Paul and Rodger (2006, p. 56), it will be necessary to change the mode of communication and use a more participative method of decision making, which will call for the implementation of the hierarchical structure from the vertical and bureaucratic form top the more horizontal kind of leadership where the opinions of most of the employees are heard and they are given a chance to contribute their personal ideas, opinions and efforts to the organization as part of the motivational strategies (Wischenvsky & Faribourz 2006, pp. 43-89). The changes that are applied to the people also become necessary because of the other changes that have been implemented. This will help to change the attitudes of the workers to take on a more professional approach as opposed to the friendly attitude in the present culture. A change in the attitude and behaviors will help to increase the effectiveness of each member and stimulate the creativeness in both the individual and the team. Most of the time, the most difficult types of changes are the people changes. Nonetheless, they are the most important part of the overall change process. The changes of the people on the job will need to be done through a number of techniques that include education, training, and building of teams and the planning of careers (Wallington 2000, par. 1-8). Since the parent company has acquired a number of websites operations that function as single BU, they need to place more concentration innovation and the financial performance of the company. This is with the intention of achieving the main objective of the company, which is to provide online information for Australia. Therefore it needs to align the organization in terms of its operations, culture and strategies. Consequently, the fictional growing company has to align its culture, values and structure with the parent company so as to meet its strategic growth goals (Beer & Nohria 2000, p. 235). What needs to be changed There are a number of changes that need to be incorporated with the various aspects of the organization for its to sufficiently align with the parent company (Schneider 2006, p. 111). Some of the key items include the shift from the vertical and bureaucratic structure to a horizontal structure. It is also important to make changes in the specialist functioning of the divisions to create a professional need for: Corporate environmental culture that is focused on the customer This is driven by various factors that are presented in the market today and include some such as globalization. The markets that have experienced these factors are rapidly evolving in terms of the technology they use to the extent that they force the businesses to respond positively in order to survive. The changes are minor as they may include approaches such as the installation of new software programs (Hofsted 1991, p. 134). At times, they may be highly major and may include the overall refocusing on an entire marketing strategy. Others may include crisis in a hostile environment or the transformation of their organization in foreign rivalry (Saksvik 2009, p. 39). One way communication This kind of communication theory makes an emphasis on the communication on the goals of the company. It forms a proper channel through which messages can be communicated from the top management to the other subordinate members of staff. This makes it possible to understand what they are expected to do by the organization. In this sense, a common and single organizational objective is communicated to all the employees. Therefore, they are able to remain focused and work towards the achievement of a common objective. This is unlike in the friendly mode of communication that is presently used at the organization. With this, messages are scattered all over the place without any particular source or target. It becomes difficult to communicate important ideas and plans within the organization. This, according to Brown and Osborne (2010, p. 90) is indicated by Klien and Carlopio as the monologic form of communicating organizational goals. It is used alongside the Aristotle ethos, pathos and logos as the best practice theory to analyze the various communication efforts. Negative reinforcement and coercive approach towards rewards Employees need to be rewarded in cases where they show exemplary performances. It mainly relates to the Generation Y approach where the tech savvy individuals who are hungry for knowledge are given constant feedback and reinforcement to improvbe the services that they offer to the organization. This motivates them to work harder and attain the different goals. On the other hand, there is a strong need for reinforcement especially when it relates to the company rules and expectations. It ensures that there is a high level of uniformity as each individual is involved in the focus towards common organizational goals and objectives (Sengupta 2006, p. 68). The others as indicated by Martin (2006, p. 54) are engagement in a rationalization approach by managers, empowered approach for employees and the forced approach of top down command. With this, they will feel in control of the organization and as such use their self drives to produce results for the organization. Shared decision making In order to achieve these goals through the use of different theories of management change, the manager needs to follow several of these very vital steps and approaches. They are related to the decision making techniques where through the use of the theory of moving from a more organic to mechanistic structure, decisions can be made from a centralized to a decentralized manner where most of the staff members are involved. The process of managing organizational change is one which encompasses planning and implementing various changes within the organization in such a way that employee resistance is minimized and the cost that is incurred by the organization is also reduced while at the same time, the effects of the change effort are simultaneously maximized (Bauer 1997, p. 78). Some of the main steps are: The understanding of the current state of the organization The initiatives that are used in the processes of organizational change always arise as a result of the problems that are faced by the organization or company. In some of the cases, the organization may choose to change owing to the influence of impetus and enlightened leaders. It is because they realize that they have to exploit the new and dormant potentials in the organization and its circumstances. In this case, it is possible to realize that the relaxed culture within the organization is likely to present various challenges in the form of the operations of the organization. This will greatly impact on the kind of services that are provided to the customers and ultimately the amount of profits that are made from the different activities. It is mainly related to the aspect of customer satisfaction, attraction and retention. The current culture at the organization may lead to problems related to the performance gap hence the need to work on the relationship between the employers. The first step is to ensure that the staff is not employed on the basis of friendship but that the recruitment is performed under strict professional terms. This will make it possible for individuals to perform their tasks in a professional way and with the level of seriousness that is required. In addition, the mode of communication while handling the business operations should not be informal but formal. It will help to inculcate the kind of respect that is required within the organization setup Envisioning and laying out the future state of the organization The manager should be in a position to know that with the change of the culture to a more formal and professional one, employees will work better towards the achievement of the organizational goals. He can use the Japanese approach of Managing change in an organization to make improvements. It includes the economic and other forms of growth to bring developments through technology (Hunter 2009). Implement the change in an orderly manner This is the last step that should be used by the manager to ensure that the organizational change is not resisted and hence fail in the opinion of its promoters. Using the Kurt Lewin’s re freeze/unfreeze method they plan carefully before they can engage in any form of transition (Milad 2010, p. 57). In this way, it will help to visualize the change in the right manner, announced and implemented accordingly to avoid internal resistance. People are able to deal with time and change to deal with uncertainties. The changes that will be effected will not be viewed by the other employees as being antithetical. The transition should thus be handled effectively so that the goals and visions are shared by managers who act as role models. Conclusion The process of organizational change takes place when an organization makes transition from the state in which it is currently to that which it expects to have in the future. This refers to the state that it desires to operate using in its future functions. In today’s business environment, it is vital that various changes are effected constantly to enable the organizations and companies to remain competitive. There is need for proactive management to make the adaptability in the future optimum and get the best way to deal with the dynamisms. This requires the efforts and skills of a human resource manager. Bibliography Bauer, Martin, 1997. Resistance to New Technology: Nuclear Power, Information Technology and Biotechnology: Papers from a Three-Day Conference. Cambridge: Cambridge University Press. Beer, Michael, & Nohria, Nitin., 2000. Breaking the code of change. Boston, Massachussetts: Harvard Business School Press. Brown, Kerry & Osborne, P. Stephen, 2012. Managing Change and Innovation in Public Service Organizations. New York: Routledge. Gilley, Ann, 2005. The Manager as Change Leader. New York: Praeger. Griffin, W. Ricky, & Moorhead, Gregory, 2014. 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